book setup 2069 nijamati.indd

due to disagreements between individuals or departments; due to their dissimilar
focus. Contrary to popular belief not all organizational conflicts are detrimental to
the effective functioning of the business or project at hand. Social identity theory
posits that situational factors increase category salience that, in turn, brings inner
group bias, such as prejudice, stereotype, and discrimination (Bongsoon and Debra.,
2002). This study investigates the effects of two situational factors, conflict and power
differentials, on social identity and group discrimination. Result showed that group
power differentials had a direct effect on group discrimination, not mediated by social
identity strength. Additionally, different response patterns were found between male
and female subjects, with females showing stronger gender identity and less group
discrimination than males. Male's gender identity was stable across conditions, while
female showed greater variability of gender identity across conditions.
The conceptual differences between organizational commitment and identification are
discussed theoretically and examined empirically. The research study is based on data of
450 employees of five different organizations in Nepal( Gautam.,2004).A revised eightitem
scale was designed out of Cheney’s Organizational Identification Questionnaire to
assess the core aspects of organizational identification. In confirmatory factor analyses,
identification was found to be distinguishable from four related commitment concepts
(i.e. affective, continuance, normative, and attitudinal commitment).
Popular management theorists have recognized the fact that groups tend to storm
before performing, and in one sense this can be advantageous, as it brings problems
out into the open, addresses the need to resolve such issues satisfactorily, motivates
staff to seek acceptable solutions and each department or person embroiled in the
conflict learns to respect and even benefit from the inherent differences of each other.
However, some conflicts spin out of control. This lower employee morale, results in
unacceptable behavioral patterns, reduces productivity and causes an escalation in
differences that makes bridges harder to build. Identifying actions that aggravate
conflict, others that resolve differences and the different method of coping with
conflict, are all part of conflict management.
Managerial actions that aggravate conflicts
Ill-defined expectations, non-consultative changes and feelings of helplessness in
the decision making process tend to aggravate conflict. Poor communication, an
authoritative style of leadership and unprepared planning are at the very heart of
these problems.A lack of understanding, an excuse-ridden culture and avoidance of
accountability too, increase the detrimental effects of conflicts.
250